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Affiliation(s)

Aristotle University of Thessaloniki, Thessaloniki, Greece

ABSTRACT

The 360-degree feedback, also known as “multifaceted feedback”, is a management tool, according to which an employee receives feedback (comments) from peers, subordinates, supervisors and in some cases may include external feedback such as customers, suppliers or other interested parties. It is a process of systematic data collection from many sources regarding the skills, abilities and behavior of employees. In most cases the subject of the feedback is a senior executive. In contrast to the traditional approach, this method collects information from a set of individuals who form a “circle” around the feeder, hence the name of the tool.

KEYWORDS

360 degree feedback, total quality, management, economics

Cite this paper

Economics World, Jan.-Mar. 2021, Vol. 9, No. 1, 1-11 doi: 10.17265/2328-7144/2021.01.001

References

Antonioni, D. (1996). Designing an effective 360-degree appraisal feedback process. Organizational Dynamics.

Atwater, L., & Waldman, D. (1998). 360 degree feedback and leadership development. Leadership Quarterly , 423-426.

Bracken, D. W., & Rose, D. S. (2011). When does 360-degree feedback create behavior change? Journal of Business and Psychology , 183-192.

Carson, M. (2006). Saying it like it isn’t: The pros and cons of 360-degree feedback. Business Horizons , 395-402.

Edwards, M. R., & Ewen, A. J. (1996). Review of 360 degree feedback: The powerful new model for employee assessment & performance improvement. American Management Association.

Goldschmidt, Pequeriaux, & Jongh-Leuvenink. (2002). The quality of leadership (QL): The EFQM leadership criterion in relation to the 360 feedback evaluation method. Accreditation and Quality Assurance , 468-472.

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